2021-06-08 City Council - Full PSPP Agenda-28881
o Agenda
Edmonds City Council
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CALL TO ORDER
COMMITTEE BUSINESS
1. Urban Forestry Planner Job Description (15 min)
2. Update to City Compensation Policy (20 min)
ADJOURN
Edmonds City Council Agenda
June 8, 2021
Page 1
2.1
City Council Agenda Item
Meeting Date: 06/8/2021
Urban Forestry Planner Job Description
Staff Lead: Shane Hope
Department: City Clerk's Office
Preparer: Nicholas Falk
Background/History
Duties for the Development Services Department have expanded regarding tree planting and cutting
issues related to development.
Staff Recommendation
Move the new job description forward for approval as part of the next Council Consent Agenda.
Narrative
The Development Services Department's role in advising, coordinating or responding on other tree
issues, particularly for private property, is increasing. A new job description (attached) is proposed to
provide for the hiring of a subject matter expert. The new position will serve at a level comparable to a
senior planner, but with specific arborist/forestry expertise, and will report to the Environmental
Services Manager.
Note: The City's Human Resources Director has approved the job description.
Attachments:
UrbanForestryPlanner.JD_.05.21.22
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2.1.a
DRAFT
City of
EDMONDS
Washington
Urban Forestry Planner
Department: Development Services - Planning Pay Grade NR-11
Bargaining Unit: Non -Represented FLSA Status: Exempt
Revised Date: June XX, 2021 Reports To: "Environmental Programs
Manager"
POSITION PURPOSE: Under general direction, leads in implementing the City's tree regulations and programs
that apply to development projects and to private properties, provides information for the public, coordinates with
other departments, and provides facilitation and guidance to assist the Tree Board.
ESSENTIAL FUNCTIONS AND RESPONSIBILITIES:
The following duties ARE NOT intended to serve as a comprehensive list of all duties performed by all employees
in this classification, only a representative summary of the primary duties and responsibilities. Incumbent(s) may
not be required to perform all duties listed and may be required to perform additional, position -specific duties.
Responsible for the implementation of the City of Edmonds' Urban Forest Management Program (UFMP, as it
related to private property, including, but not limited to the following tasks:
• Provide Input on city code updates and interpretations related to trees
• Lead development and implementation of tree programs to encourage healthy trees on private property
• Make public presentations and prepares reports and memos as needed for public meetings
• Identify tree -related policies and information for updating the City's Comprehensive Plan or other city plans
• Identify best practices for planting and management of trees on private property
• Assist with identifying preferred tree species for certain types of private properties
• Coordinate tree -related code requirements and plan policies with other divisions and departments
• Verify zoning requirements for specific projects and sites
• Conduct site inspections and identify any corrections, as needed
• Manage citywide tree canopy assessment data
• Manage the permitting/notification process for removing or altering trees
• Inspect trees on private property, as required
• Prepare information for the public regarding tree management on private property
• Provide facilitation and guidance to assist the Tree Board or, as necessary, other boards and commissions
• Provide departmental information for Tree City USA applications (annual)
• Keep records and data for private property tree management
• Review professional tree assessments/landscape plans that are submitted to the City (especially in
conjunction with development)
• Assist with determining compliance violations and penalties for illegal tree -cutting on private property
• Where feasible, guide parties to resources for resolving disputes pertaining to private trees
• Coordinate with the interdepartmental Tree Team (aka Urban Forest Management Plan Team) on tree -
related activities
• Support implementation of the city's Urban Forest Management Plan and facilitate periodic updates
• Stay current on regional and national tree issues, trends and best practices
• Attend and participate in related professional groups and committees as directed
• Perform related duties and responsibilities as required. Packet Pg. 3
2.1.a
Required Knowledge of:
• Urban forestry and landscape practices and principles
• Protection of critical areas, including wildlife habitat, as related to trees and landscape
• Principles and practices of urban forestry management
• Urban planning and development practices
• Local government permitting processes
• GIS development and use
• Time management and project prioritization
• Principles of site development and construction
• Principles of customer service and public relations
• Effective report preparation and presentation
• Public outreach techniques and community education
• Research methods and sources of information related to urban forest management
• Tree appraisal methods
• Recent developments, current literature and sources of information related to tree and landscape
management in urban areas
• Pertinent federal, state, and local laws, codes, regulations, and procedures
• Working with contractors and consultants
Required Skill in:
• Providing technical assistance for the processing of land use permits and applications
• Evaluating site plans related to tree removal, pruning, planting, and protection
• Using reference materials and manuals regarding the care and maintenance of trees
• Utilizing personal computer software programs and other relevant software affecting assigned work
• Establishing and maintaining effective working relationships with staff, management, outside agencies,
community groups and the general public
• Managing data and presenting key information in an easily understandable manner
• Communicating effectively, both verbally and in writing
• Operating personal computers and appropriate software programs
MINIMUM QUALIFICATIONS:
Education and Experience:
A Bachelor's Degree in Forestry, Earth Sciences, Landscape Architecture or other relevant field and five years of
urban forestry experience, including at least one year of planning- or development -related work, are required; or
an equivalent combination of education and experience sufficient to successfully perform the essential functions
of the job.
Required Licenses or Certifications:
• Arborist Certification from the International Society of Arboriculture
• Valid State of Washington Driver's License
• Note: Other specialty certifications/licenses as required by state and federal law and/or OSHA and WAC
regulations may be required within a specified period of time after hire
• Note: Must be able to successfully complete and pass a background check
WORKING CONDITIONS:
Environment:
• Indoor and outdoor work environment, including field visits
• Driving a vehicle to conduct work.
• Some possible exposure to fumes, dust and odors.
• Occasional exposure to noise from equipment operation
• Frequent office -type work, including computer operation and staff meetings
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Physical Abilities:
• Hearing, speaking and otherwise communicating to exchange information in person and on the phone.
• Operating a computer, electronic tablet, and other office equipment
• Reading and understanding a variety of materials
• Sitting, standing, walking or otherwise positioning oneself for extended periods of time
• Wearing proper personal protective equipment as required by department or City policy
Hazards:
• Exposure to insects and potential tree -dwelling animals and tree and plant pollens
• Working sometimes in the vicinity of noisy, motorized machinery
• Exposure to chemical fumes and pesticides
• Contact with dissatisfied and upset members of the public
Incumbent Signature:
Department Head:
Urban Forester
Date:
Date:
January 2019
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2.2
City Council Agenda Item
Meeting Date: 06/8/2021
Update to City Compensation Policy
Staff Lead: Jessica Neill Hoyson
Department: Human Resources
Preparer: Jessica Neill Neill Hoyson
Background/History
The current City compensation policy was last updated in 2012. As the City will be engaging a consultant
this year to do a study of the majority of City positions, it is timely that the City update this policy to
reflect current best practices in compensation management and to establish the compensation
philosophy of the current Council.
Staff Recommendation
Committee recommend forwarding to full Council for discussion.
Narrative
The attached policy has made changes in the following areas:
*Provides a clear philosophy statement that includes addressing pay equity
*Provides definitions for terms
*Establishes compensation goals
*Establishes best practice methodology for selecting comparators using the data points of population,
assessed valuation, and assessed valuation per capita
*Addresses market competitiveness and unique situations
*Provides general clean-up such as moving information to create better flow of understanding and
removing references to represented employees as those are covered by collective bargaining
agreements
The policy in track changes is attached. Where an item was moved to another area and not deleted,
comments have been inserted in the document to indicate such.
Attachments:
Compensation Policy
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2.2.a
CHAPTER V
COMPENSATION
5.1 VALUE S- TATEM ENT PURPOSE
^The Cityis committed to m aintaininq a compensation program that ensures fairness,
pay equity, and external competitiveness for the purposes of attracting and retaining talented,
engaged, and diverse employees. The purpose of this policy is to provide guidance regarding
Citycompensationgoals, sublectto collective bargaining and fiscal constraints. All compensation
decisions will be made without reaard to race. oender. sexual orientation, or anvother protected
class
5.2 COMPENSATION PHILOSOPHY
The Citys compensation program should be designed to attract and retain dedicated,
hardworking, diverse, and talented employees who effectively support the mission of the City.
Therefore, the Citds compensation philosophy shall be competitive in the relative market
considering all appropriate factors. Those factors include, but are not limited to, compensation
provided by comparable cities, payequityand internal equity, and fiscal resources availableto
the City. The total compensation program is made up of both payand benefits.
The guiding principles set forth in this policy are expressed as general goals, with a full
understanding that wages and benefits are mandatory subjects of bargaining for represented
employees. This policy applies to non -represented City employees. It may also serve as a
guideline for the City Council in its decision making with regard to labor negotiations.
Compensation adjustment for non -represented employees are sublectto City Council approval;
compensation adjustments for represented employees are sub lectto collective bargaining, and
ratification bythe union(s) and CityCouncil.
5.3 DEFINITIONS
A. Benchmark— Aiob or classification that is commonlvfound and defined. used to m
com parisons, eitherwithin theorqanizationorto comparable lobsoutsidetheorganization.
B. Compensation — Salary or hourly wages and City -paid benefits such as contributions
toward health coverage and other group insurance benefits, retirement, paid time off,
continuing education allowances, and anyotherfringe benefit received byemployees.
C. Compensation Philosophy— Asetofguidingprinciplesthatarebasedonvaluesthatdme
compensation decision making.
D. Pay Equity— The practice of compensating employees in a consistent and fair wayfor the
same or essentially similar work, regardless of race, gender, disability, sex, sexual
orientation or other status.
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2.2.a
E. Cost of LhAnq Adjustment (COLA) — A periodic adjustment in wages or salaries to
compensate for loss in purchasing power of money due to inflation.
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numbering
F. General Wage Increase — Awageorsalaryincreasewhereeitheraflatrateoracommon
percentage of salary is used.
G. Internal Equity— The pay relationships among lobs internal to the organization.
H. Labor Market— the market in which workers compete for lobs and employerscompete for
workers.
I. Market Adjustment — An adjustmentto bring the salary range fora job classification to
appropmate market values, or to bring City benefits to appro)amate market va I ues.
J. SalarySchedule —The levels orhierarchyofjobclassifications and pay ranges. Sala
schedules are generallyconstructed with consistent percentage changes between each
salary range and between the steps assigned to each salary range. Edmonds has
established as a standard a 5% increase between ranges and between steps within each
range.
K. SalaryRange —Aseries of consecutive salarysteps in the range comprising the payrates
fora job classification.
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L. Salary Compression —A condition in which jobs requiring significantlydifferentlevels of
responsibility or professional expertise have a pay differential that is too small to be
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considered equitable.
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5.4 COMPENSATION GOALS
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The Citys compensation philosophyis to be competitive in the relevant labor market considering
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all appropriate factors. To carryout that philosophy, the Citys compensation goals are:
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A. To attract and retain, dedicated, hardworking, diverse, talented employees who are well
qualified to perform their duties in an ever evolving municipal government environment;
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B. To pay employees fairlyand to ensure payeguityand internal equity;
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C. To be eAernallycompetitive by providing compensation commensurate with the labor
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market;
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D. To be fiscallyresponsible and legallydefensible, •................
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Numbering Style: A, B, C, ... + Start at: 1 +
5.5 MARKET DEFINITION
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Formatted: Font: Not Bold
Generally, the comparable labor market will be defined as Cities in Washington State based on
such factors as population, assessed valuation, and assessed valuation per capita. When
establishing comparable cities, those located in Snohomish, King, Pierce, and Thurston County
Packet Pg. 8
2.2.a
will be given first priority. Cities outside these counties may be considered if a statistically
reasonable group of comparators is not established. Other local government agencies and
private employers may be taken into consideration when they are determined to be a relevant
factor in the labor market.
Because of the diversity and complexity of some positions at the City, them a rketfordept head
or management positions, or highly -specialized positions, maybe a mix of public sector and
private sector employers. The relevant Iabormarketwill be defined in a manner that reflects the
primaryindustries or organizations where labor talent is found, recruited from, or lost to.
5.6 MARKET COMPETITIVENESS
To maintain payand benefits thatare competitive within the compensation of employers offering
similar employment and competing in the same labor market, the City sets compensation in
relation to the comparable labor market. However, the Cityrecognized thatthere are conditions
where exceptions and flexibilitymaybe necessaryin situations which include butare not limited
to:
• Recruiting the desired level of talent in certain lobs is a sustained problem and results in
negative impacts to the Cityand the citizens we serve;
• Retention problems including succession and turnover;
• Citypriorities;
• Internal anomalies in alignment, disparities, or inconsistencies;
• Significant changes in the economyor marketplace;
• Limitations on available financial resources, •""""""""' Formatted: List Paragraph,Bulleted+Level:
....................................................................................................................................................... Aligned at:: Li,t a Indent at: OS"
5.73 SALARY CLASSIFICATION AND GRADES
Each regular position within the City is classified into a classification title for salary purposes.
Each classification title is designated a particular sa!aFyeFsalaFyra-F paygrade as shown on
the City's salaryand wage schedule, which is approved in tl14--labor agreements orannuallyby
the City Council. All feglar-Cityem ployees are assigned to a classification title and provided a
job description. This job description shall be reviewed annually with the employee and the
supervisorduring theemployee's performance evaluation, and any changes to the desGriptien
classification shall be referred to the Human Resources Office for review. Anys+gnifiGant change
in ajob assigner ertclassification, whichn}aywould subsequentlyrequire a change in salarygrade
assignment, must be have prior approval by the Mayor and City Council, and the appropriate
Union as needed priorto the implementation of any classification changes.
5.83 PAY RATES
Em ployees shall be paid within the limits of the wage range to which their positions are assigned.
Usually, new employees will start their em ployment at the FIR iR!Fn FF1paygpa4efirststeponthe
salaryrangeerwage rangfor their classification. However, anew employee maybe employed
at higher rate than the minimum when the employee's experience, training or proven capability
warrant, or when prevailing market conditions require a starting rate greater than the minimum.
Any placement above a step 3 at hire is; subject to the Mayor's approval. Requests for placement
above a step 3 should first be submitted to Human Resources for review who will then forward to
the Mayor for approval. Al payrates for new employees will be reviewed for payequityto ensure
that the Citycontinuesto compensate employees consistentlyand fairly.
Formatted: Font: Not Bold
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2.2.a
Commented [NHJ1]: Addressed in thePhilo:
section
Commented [N HJ 2] : This is now addressed h
Purpose and Phi l osophv section.
5�SALARY RANGE PROGRESSION Formatted: Font: Bold V
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Newe€mployees are advancedto the next salarystep increment after satisfactorilycompleting
the firsts ixm onths of probation. Afterth is, employees advance to the nextstep in the salaryrange
on the Jan uaryfol lowing their anniversarydate and each succeeding Januaryaftera concurrent
satisfactoryoverall performance eva I uation has been completed bytheirsupervisor, until reaching
the maximum step. An employee is considered not to have achieved a satisfactory overall
performance rating iftwo or more performance categoryareas in the evaluation receive less than
a "meets standards" rating. An employee who fails to achieve at least a satisfactory overall
performance rating on their annual performance evaIuation shall notbe eligiblefora step increase
until their next performance evaluation rating period.
Employees who do not achieve a satisfactory overall performance rating will be immediately
placed on a performance improvement plan (PIP). The PIP will provide clear expectations to the
employee for the work performance items that must improve in orderfor the employee to achieve
a satisfactoryoverall performance rating bythe next evaluation period (usually3 and/or6 months)
as determined under the PIP. A PIP also serves as a work plan for the employee that will likely
include individualized, supervisor -provided feedback and counseling on improving work
performance, as well as outlining any necessary areas of training or retraining in orderfor the
employee to succeed on the PIP.
Commented [NHJ3]: "These itens have been i
other areas of the policy.
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Commented [NHJ4]: Addressed inthe Promc
section of the policy.
5.10 NON -REPRESENTED EMPLOYEES' ANNUAL SALARY ADJUSTMENTS .. Formatted: Font: Bold
The Mayor will recommend the adjustment of salary ryes -schedule for non -represented
employees to the CityCouncil for approval as partofthe budget process,
eaGh year. The May()F'S FeGE)MmeRdatOE)R Will take *Rt9 GGFIS'deFatieFt the average a4ustmeRt
In addition, the City will attempt to mitigate compression issues as they arise. The Mayor will
make appropriate and timely recommendations to City Council to maintain internal equity and
prevent compression issues.
ANALYSIS
The Human Resources Departmentwill conduct compensation surveys foreae#non-represented
b^RGhmaF- positions no later than September 1, every three years. The fe"GWORg GFiteriawill be
Commented [NHJ5]: Councilmay wanttoen
methods such as delayed or staggered adjustmen
order to reduce budget impact in any one year. (
out the implementation date in policy limits that
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2.2.a
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the G ityS ..GFnE --f".,ono�� ] Commented [NHJ6]: Addressed inthe Marke
:...................................................................................................................................................................................................................................._ .
Definition section
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Salary ranges for beRGh a*c positions will be determined by using the prevailing rates in the
identified comparator cities. The Citywill be competitive within the defined market, but normally
will not assume the position of lead paypolicycompared to the market; th�fnretherefore, the
median or 50`h percentile of the mid -range of salary data collected will be used to determine
competitiveness. Deviations from this maybe considered byCouncil where such deviations are
consistent with the established compensation philosophy.
Every three years, based upon the surveydata, the Mayor will recommend salaryrange market
adjustments for non -represented positions to CityCouncil. The Mayor will consider the following
G4te4a-g_ als in developing the recommendation:
1. 4—Maintainthemid-pointofeachsalaryrangebetween 5%high/low of the mid -point of
the comparator city m edi an.
the saIaryA-+ 4e-2-' '^h^h^schedule that places the position closest to the comparator
c2ies'�median.
2. Ensure that positions which are essentiallysimilar are internallyeguitable
Commented [NHJ7]: Benchmark positions at
defined inthe Definitions section. Additionally
standard practice to define in a policy manual wl
percentage must be required in order to be essen,
comparable to a benchmark position. This shout
defined at the tine positions are reviewed to ensi
are being competitive with current market condil
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Numbering Style: a, b, c, ... + Start at: 1 +
Aliqnment: Left + Aligned at: 0.75" + Indent ;
J. Address any issues of compression between non -represented supervlsorypositions and. .... J Formatted: List Paragraph, Numbered + Lev
thei r d lrect reports. Numbering Style: 1, 2, 3, ... + Start at: 1 +
Alignment: Left + Aligned at: 0.25" + Indent ;
43.-Any em ployee whose actual salaryfalls below the newlyadopted pay range minimum,
shall be adjusted up to the new minimum upon adoption ofthe new payranges.
54.-Any employee whose actual salary exceeds the top of the approved salary range, will. ................. Formatted: List Paragraph, Indent: Left: 0.25
have their salaryfrozen until such time that m aFket rates s pertpay F.,d ustmeRt r
their] ,b GlassifiGat;,,. as the salaryrange for that position catches up to the compensation of
the em ployee.
5.6 PROMOTION
Ary-An reffeeeated employee promoted to a position in a higher classification and salaryrange
shall receive a promotional pay increase to either 1 ) the entry step or salary of the new salary
range, 2) the next highest available pay step in the new range which provides at least a 5%
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2.2.a
increase in pay, or 3) to start at the bottom of the pay grade of the higher classification, whichever
isgreater. Changes in salarydue to a Reclassification of a position will be treated the same as a
Promotion. Promotions change an employee's payanniversarydate and subsequent merit pay
reviews. Promotions for positions covered by collective bargaining agreement will be handled
per the provisions of that agreement.
An employee transferring from one position to anotherwhich are in the same payrange will not
be considered a promotion.
5.7 PAYDAYS
City em ployees are paid semi-monthly on the 5th and the 20th of each month. If a regularly
scheduled paydayfalls on the weekend or a holiday, the paychecks will be distributed on the last
preceding regularly scheduled working day. Automatic deposit is available upon request. Pay
increases, other than those occurring upon the 1 " or the 161h of the m onth, become effective at
the beginning of the next pay period.
5.8 ERRORS IN PAY
Every effort is made to avoid errors in paychecks. However, any employee who believes that an
error has been made should contact the Finance Department immediately. The Finance
Department will take the necessary steps to research the problem and to assure that any
necessary correction is made properly and promptly. An employee reporting an error will be
notified in writing within 15 business days ofthe outcome. An employeewho believes further
discrepancies east should submit a written complaint to the MayafF uman Resources
immediately. If an employee has been overpaid in error, the Citywill ask thatthe amount be
repaid bypayroll deductions or byagreement, consistent with applicable laws.
5.9 DEDUCTIONS
Some regular deductions from the employee's earnings are required bylaw; all otherdeductions
must be approved bythe Cityand specificallyauthorized in writing bythe employee. The Citywill
withhold from the employee's paycheck those deductions required by law and any voluntary
deductions approved bythe City and authorized bythe employee, by applicable union contract,
or by statute or regulation.
5.10 ACTING PAY
When an employee is temporarilyassigned to work in a position with a higher pay rate in order to
fill a vacancy or act on behalf of an absent employee, the employee shall be paid Acting Pay in
the amountofeitherthe minimum ofthe salaryrate ofthe acting position ora 5% increase in base
pay, whichever is greater. To qualify, the employee must be assigned to the acting position for
a period often (10) or more consecutive workdays. Acting Payis limited to a sixmonth period as
noted in the City Ordinance. Any extenuating circumstances requiring Acting payfor a period
beyond s ix m onths are subject to the Mayor and CityCo uncil's approval, or s ubject to applicable
Civil Service Rules.
5.11 SPECIAL DUTY PAY
The mayor is authorized to pay any manager or director level employee special duty pay in
addition to that person's regular compensation when the mayor has temporarily assigned special
duties to that person. No employee mayreceive special dutypayfor longerthan one yearwithout
city council approva 1. "Special duties" are defined as those duties not included as ee
and Responsibilities" essential functions in the employee's official job G186GFiptiepclassification
and not otherwise associated with the employee's position.
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2.2.a
Special duty pays hall consist of up to ten percent of the employee's salaryat the time the special
duties are assigned. The mayor is authorized to grant to each such employee up to five percent
(5%) for special duty pay at the mayor's discretion, and shall be based upon the scope of the
additional responsibilities identified bythe mayor. If the mayor determines that special duty pay
above five percent (5%) is warranted fora particular employee, them ayor will be authorized to
grant up to ten percent (10%) for special duty pay upon prior approval bythe CityCouncil.
5.12 COMPENSATION UPON TERMINATION
When an employee's employment with the City is terminated, the employee will receive the
following compensation on the next regularly scheduled payday including: 1 ) regular wages for
all hours worked upto the time of termination which have not alreadybeen paid; 2) anyovertime
or holiday pay due; 3) A lump sum payment of any accrued but unused vacation and
compensatorytime and; 4) anyemployee-paid health insurance premiums paid in advancefor
health insurance coverage. Accrued sick leave will be paid in accordance with City Ordinance
and Personnel Policies for Non -Represented employees, orthe applicable collective bargaining
agreement for Union Employees.
5.13 RECLASSIFICATION
It is the supervisor's responsibilityto maintain the employee's primaryjob assignments within the
scope of the e)astingjob deSUiptienclassification, until a revised job de ;er p' ^ classification is
approved. Requests for revised job d8SGF'p*t classifications can be made bythe Department
Directorto the Human Resources 9#feedepartment. In the event that an employee is eligible for
a reclassification as determined by his/her supervisor, a reclassification form and a revised job
description, along with the recommended paygrade should be submitted to Human Resources
for review. All revised job descriptions and reclassification requests are subjectto the Mayor's
approval, before s u bmittal to the City Council for their approval and/or the respective Union as
required.
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